Hotel and Motel Marketing Plan

Marketing Vision

The Drowzey Hotel is Somnigstad's premier luxury hotel and seeks nothing less than to transport visitors to a high-end cosmopolitan hotel setting, unlike anything that can be found in Somnigstad or elsewhere in the state. Luxury, aesthetics, and customer service (our customers are royalty here) are the hallmarks of the Drowzey Hotel.

Goals

Speak or take part in a panel at American Hotel and Lodging Association conference in 2012

Be asked to speak at more than 10 events in 2012

Business Goals:

Total annual revenue to exceed $10 million in 2011 and $11.5 million in 2012

Average $ per customer transaction to exceed $1,800 in 2012

Exceed 20,000 leads in 2011

Strategic Goals:

To obtain a 99% "highly satisfactory" or higher rating on customer surveys

To achieve Forbes five-star rating by 2012

Tactical Goals:

Hire new blog editor in 2010

Hire new PR agency in 2010

Target 10,000 individuals per year with direct mail

Hold 3 focus groups in 2010, 6 in 2011, 10 in 2012

Purpose

This marketing plan will be the blueprint of Drowzey Hotel's establishment as a five-star hotel that goes beyond meeting customer expectations. Even with the highest customer service and amenities, Forbes will only grant a five-star rating after a number of years of consistent service. The Drowzey Hotel will devote itself to this consistency as well as finding new ways to surprise visitors with its hospitality in order to create experiences that are worth much more than its wealthy clientele pay for them. The Drowzey Hotel believes that luxury must be a bit pleasantly unpredictable to be truly rewarding.

Picture

A visitor to the Drowzey Hotel expects a beautiful, high-end boutique hotel from the images they have seen online and what they have read about it. However, they are impressed from the beginning by the attentiveness of staff, including their almost constant question of "Is there anything else I can do to make your stay better?"

At first, the visitor has no answer to this question, but as he or she comes up with ideas they discover that the staff find a way to attend to them, even when they seem to be difficult tasks. Beyond this high level of customer service, the visitor finds a delightful gift in their room each evening of the stay. Finally, without even asking for it, the concierge offers to make reservations for the visitor and their colleagues at the restaurant he or she had previously found to be booked up. Guests leave the Drowzey Hotel with the notion that the staff and management wield some kind of magic.

Gap Dashboard

The Gap Dashboard reflects the company's goals and CEO's personal goals which can be measured quantitatively. Once a month, the Gap Dashboard will be updated and reviewed in a marketing meeting between the CEO and Marketing Manager, along with details on gaps between the numbers. The two will examine both shortfalls and successes beyond plans in order to look at whether goals should be escalated.